Everyone s talking about the company of tomorrow, but no one yet knows what it will look like!

But the fact remains that the crisis has given rise to new skills, which we ll need to rely on in the future. Adaptation to digital tools, of course, but also management of stress and the unexpected, agility of mind, capacity for renewal and learning, leadership, autonomy, creativity and so on.

We already knew that current talent management was going to be a thing of the past within the next 10 years. According to essayist Isabelle Rohan, 85% of the jobs in 2030 will not yet exist[1],so an entire system, from education to corporate recruitment, will have to change its paradigm.

But the crisis will give this phenomenon a huge boost. Behavioral skills" are set to eclipse "technical skills". Fortunately, HR Tech has anticipated the issue and will be able to help companies renew themselves after the crisis.

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Soft skills at the heart of recruitment

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No, the importance of so-called soft skills is not a brand new concern. Personality tests and assessment centers have been used in recruitment for a long time. But for a long time, they have been assessed by experts, often from outside the company.

These "enhanced" recruitments, which came at a definite price, were mainly aimed at detecting leadership. And they were based on highly subjective criteria.

But what s changing now is that we no longer hesitate to value the soft skills of all employees, whatever their position.

This is thanks in particular to the new solutions that have emerged, which make it possible to align HR strategy with technical feasibility.

This has given rise to some surprising ways of assessing candidates: escape games, for example, have flourished as a means of determining candidates soft skills in real-life situations. Gamification provides a real-life situation that effectively demonstrates the real practical skills of future employees.

In fact, some job boards go so far as to emphasize atypical profiles that recruiters might otherwise overlook. Skilder.fr and Saven.fr, for example, help recruiters to avoid the influence of cognitive bias (and possible discrimination) by selecting first and foremost the specific behavioral skills expected.

Even more surprisingly, startups such as Hipipin.com focus on atypical profiles, putting high-potential intellectuals, hyper-sensitive people and autistic Aspergers in touch with companies. These are profiles that will bring disruptive ways of thinking, creativity and new approaches to organizations.

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Giving flexibility to GPEC

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GPEC (Gestion Prévisionnelle des Emplois) is the backbone of Human Resources strategy. It enables us to recruit, train and develop the right skills, in the right place, at the right time. It is part of an organic vision of the company s human resources, based on a specific economic, social and strategic context.

Nevertheless, business-specific repositories, often commissioned by HR departments from consulting firms at a high price, lack flexibility and are not very scalable.

This limitation is now a thing of the past thanks to HR Tech: start-ups such as Elamp.fr,in particular, are deploying powerful algorithms capable of keeping these repositories up to date and cross-referencing them with the company s internal needs.In a work support usually managed by data spreadsheets and text editors, the strategic facilitation is enormous and enables real-time adaptation of the mappings.

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Continuing training: from a corporate need to career individualism

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The Covid-19 crisis will have particularly highlighted one element: that is, the need for continuing training, hitherto a concern (and legal obligation) of the company could potentially fall, in fact, and in their interest, to the initiatives of employees?

Indeed, as we have seen above, professions are constantly evolving, and requirements will only increase between now and 2030. Whereas for the baby boomers, learning a trade enabled them to acquire skills that would be valid on the job market for decades to come, today we have to train constantly to keep abreast of new techniques.

And we could even go further and say that, for these same baby boomers, continuing education was once primarily about meeting the company s skills needs. In practice, none of them were willing to finance retraining, for example... Whereas nowadays, the many online resources make it possible to create a solid knowledge base, even in unfamiliar professions.

In fact, during the economic crisis, many employees who were telecommuting or on short-time working took advantage of their free time to take part in training courses. This represents a profound shift in mentality, as employees now see it as their responsibility to improve their skills and employability.

And it just so happens that, thanks to numerous training platforms, online tutorials and Youtube videos covering every subject, people can truly become masters of their "professional destiny".

Hard skills, soft skills, leadership, management - we re almost witnessing an admission of weakness on the part of the company, which is struggling to instill in employees all the potential skills they need to progress.

Indeed, the government itself has made this a new priority, offering free educational content and collaborative tools during the crisis period[2].

HR tech is no exception, and a number of startups have long since entered the world of e-learning.

It s a safe bet that, in the wake of the crisis, professional training will become more closely interwoven with employees personal lives. People will no longer be training to improve their job performance at a given moment, but to build their careers over the long term, without any link to the company.

And for this, numerous platforms, such as Udemy.com or teachables.com for example, already offer a very large volume of resources.

The crisis, therefore, will help employees evolve. In fact, as soon as the crisis is over, the company will have no choice but to consider them in their individuality: presenteeism or telecommuting, depending on how far away they live, or whether or not their children have returned to school... Strategic importance or managerial credibility, depending on whether or not they have adapted to digital tools...

The crisis and the need for adaptability and flexibility will definitely have given rise to new skills, which will survive in an uncertain and constantly changing context.

Human Resources departments will therefore be in the front line to identify, manage and develop these new skills that will make tomorrow s company. And to do so, they can count on HR tech and solutions adapted to these transformations!